SÃO BERNARDO DO CAMPO, BRA.- Every five minutes, a truck rolls off the Scania Brasil production line . However, behind that pace lies an operation that begins long before final assembly and involves the manufacturing of engines , transmissions , axles, and cabs , as well as a complex coordination of workers, suppliers, and technology.

Located in the state of São Paulo, the São Bernardo do Campo plant is one of the Swedish company’s industrial facilities. Its distinguishing feature is that it not only assembles vehicles but also handles a significant portion of the processes necessary for their manufacture, from component production to the final assembly stages.

During a tour of its facilities, carried out within the framework of the tenth edition of Queen On The Road , Scania showed T21 the areas of engine manufacturing, chassis and cab painting, where each process is part of an industrial chain that must function in a coordinated manner.

The story of this operation began in 1972, when the company established its first factory outside of Sweden in São Bernardo do Campo. Currently, the complex has 10 production centers, occupies an area of ​​approximately 400,000 square meters, and has the capacity to manufacture 30,000 vehicles per year .

From engine to final assembly

Before a Scania truck hits the road, its story begins among engines, transmissions, axles, and cabs taking shape in different areas of the factory. In São Bernardo do Campo, much of that process takes place within a single industrial complex, where each component must arrive on time to ensure uninterrupted production.

During the tour, visitors learned how engines are manufactured and assembled, how chassis are worked on, and how cabs go through various stages, including painting, before being incorporated into the vehicle. Behind each unit lies a series of processes that, while seemingly independent, are all part of the same operation.

Suzana Martin, Vice President of Powertrain Production at Scania Brazil, with 31 years of experience, explained that the plant operates with a modular system that allows for the development of more than 1.5 million configurations through different combinations of engines , transmissions, cabs, and wheelbases. In other words, not all trucks that leave this facility are the same: their characteristics are tailored to the needs of each market and transport operation.

And the figures give an idea of ​​the scale of this factory’s operations. During 2025, approximately 24,000 vehicles were produced, of which 12,700 remained in the Brazilian market and 11,300 were exported, according to data shared by the company.

Technology, logistics, and the people behind every truck

While the production lines advance, another operation occurs almost unnoticed: the movement of materials that keeps them supplied. During the visit, autonomous component transport systems , part of the factory’s internal logistics, were observed.

In addition, there is a network of external suppliers and warehouses. Scania has a facility located approximately five kilometers away to receive components, as well as a spare parts center in Vinhedo, a municipality in the state of São Paulo, Brazil.

Furthermore, the operation also incorporates measures to make better use of its resources. According to information presented during the tour, approximately 70% of the treated water is reused in production processes , while biomethane is one of the energy alternatives incorporated by the company.

But amidst the machines, engines, and technology, there’s something else that deserves to be told: the people. This plant employs workers with hearing impairments who are integral to the industrial operation, a reality that allows us to view vehicle manufacturing from a different perspective.

The inclusion of these workers has a history. By 2024, the company had 112 employees with some form of disability, 77 of whom had hearing loss.

Most of them performed operational functions. To facilitate their integration, Scania had established training partnerships with the National Service for Industrial Training (Senai), in addition to promoting mentoring programs, Brazilian Sign Language training (Libras), and interpretation tools that facilitated communication within the factory.

However, the challenge doesn’t end with simply opening doors to employment. It also involves creating opportunities for these workers to develop professionally, take on new responsibilities, and continue growing within the industry.

And perhaps that’s one of the most valuable stories to come from a trip to São Bernardo do Campo. Because behind every truck that rolls off the production line, there aren’t just engines, technology, and automated processes. There are also people who, with different skills and backgrounds, make it possible for those trucks to reach the roads.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

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SÃO PAULO, BRA.- Having hundreds of LinkedIn connections, exchanging business cards, or meeting at events doesn’t necessarily mean building relationships capable of transforming a business. In an industry like transportation and logistics , where collaboration is part of daily operations, the challenge also lies in turning those encounters into opportunities.

That was one of the reflections that marked the talk by Regina Penzo , a specialist in human development, human sustainability and relational intelligence, during the tenth edition of Queen On The Road , an event organized by Scania .

Speaking to women involved in transportation and logistics from various Latin American countries, Penzo argued that professional relationships should be understood as a strategic asset , capable of generating value when there is trust, collaboration, and a shared purpose.

The expert distinguished between having a network of contacts and building relational capital. While the former can be measured by the number of people known, the latter depends on the value generated through those connections.

To achieve this, he emphasized the importance of developing what he called relational intelligence , understood as the ability to build, nurture, and mobilize relationships with a purpose.

The challenge of bringing more women into leadership

The discussion also helped to highlight the gaps that persist in the business world and particularly in transportation.

During her presentation, Penzo shared figures from LinkedIn ‘s “The State of Women in Leadership” report , corresponding to 2026 and based on information from 74 countries.

According to the data presented, women represent approximately 44% of the global workforce, but their participation in leadership positions drops to 31% . The gap widens when looking specifically at transportation, logistics, and supply chains.

In this sector, according to data presented by Penzo, women represent 32.3% of the workforce and hold 20.1% of leadership positions . The specialist noted that female participation decreases as the level of responsibility and decision-making within organizations increases.

Therefore, she considered that the challenge is not only to incorporate women into companies, but to create conditions so that they can develop professionally and access positions from which they can influence the direction of businesses.

While bringing together people from different countries, cultures, and backgrounds can enrich a conversation, Penzo cautioned that diversity alone does not produce innovation. To harness that potential, he identified four fundamental elements: trust, coherence, partnerships, and diversity .

Trust, he explained, allows for the creation of environments where people can share ideas without fear, while consistency between what is thought, said, and done helps to strengthen the reputation of those who lead.

He also emphasized the importance of actively listening, especially when collaborators present proposals that are not yet fully developed.

From their perspective, organizations can miss out on innovation opportunities when their leaders fail to create spaces to listen to and acknowledge the contributions of their teams.

From contacts to collaboration

The talk wasn’t limited to the presentation of concepts. Penzo proposed a dynamic called Queens Connected , aimed at transforming the participants’ individual experiences into opportunities for collaboration.

The exercise began with a reflection on the experiences that had shaped each woman’s career path and the values ​​that define her leadership style today. Afterward, the participants worked in pairs to share their stories and recognize each other’s strengths, practicing active listening.

The proposal also included a group exercise to identify challenges and opportunities based on the diverse experiences gathered during the meeting. Through this activity, Penzo aimed to demonstrate that professional relationships can be strengthened when people learn not only about their counterparts’ positions or companies, but also about the experiences that have shaped their career paths.

In an industry where business depends on coordination between multiple actors, the approach leaves a reflection: innovation does not necessarily begin with a new technology, but also with the ability to connect knowledge, experiences and people who previously worked separately .

And for women in the transport sector, these connections can become a way to expand their participation in the decisions that will define the future of the industry.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

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SÃO PAULO, BRA.- The day before, they had shared where they came from, what drove their businesses, and how they got into transportation. This time, the women gathered at Queen On The Road had to look ahead.

The question was no longer who you are, but what kind of leader you will have to be to remain relevant in an industry that is changing before your eyes .

Artificial intelligence (AI) , new generations, reputation, communication, innovation, and the future of work all came up in the conversation. But the more they talked about transformation, the more the discussion returned to something seemingly simple: people 

Because while a machine might be able to process more information, automate a task, or deliver an answer in seconds, what remains on the other side are abilities like listening, questioning, connecting, making difficult decisions, and having conversations that are often uncomfortable.

That was one of the threads touched on during the second day of Queen On The Road , Scania ‘s annual meeting which this year celebrates 10 years of bringing together women from the transport and logistics sector in Latin America, with the intention that the conversations transcend the event and multiply within their companies .

The discussion is particularly important in an industry where female participation is still a minority. In Mexico, women held 21.4% of jobs in the transportation sector in 2024, compared to 78.6% for men , according to the National Institute of Statistics and Geography’s (Inegi) Annual Transportation Survey (EAT) .

Sandra Huerta, Chief Marketing Officer of Scania Peru , put forward an initial idea: when we talk about innovation, we almost automatically think of technology. But it doesn’t necessarily have to be that way.

Innovation also means questioning, facing different scenarios, making difficult decisions, and finding ways to remain relevant in a constantly evolving environment. The conversation then shifted to relationships, alliances built throughout a career, intergenerational coexistence, and the future of work.

Too many messages, too little clarity

And then a problem arose that is probably familiar within any company. What to use? WhatsApp, email, internal chats, groups, or face-to-face conversations? Where is the important message? In a world saturated with information, Huerta argued, the leader also has to learn to simplify, to be human .

This doesn’t mean turning our backs on AI. Companies will have to learn how to use it, and employees will need to develop new technical skills. The challenge will be doing both at the same time.

For an industry accustomed to measuring kilometers, tons, delivery times and productivity, there are variables that are much more difficult to put on a table: trust, empathy, clarity, the ability to listen and the courage to hold difficult conversations .

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SÃO PAULO, BRA.- Argentina sat next to Mexico; Peru chatted with Chile; Uruguay, Brazil, and other Latin American countries completed a scene where accents shifted from one chair to another. So did the stories: hazardous materials, mining, parcel delivery, family businesses, communications, operations, and, of course, trucks.

There were women who had just met and were already exchanging contact information. Others discovered that, although thousands of miles separate their operations, the challenges are more similar than they imagined. There was laughter, reflection, and, above all, many stories to share.

This is how “Connection” was experienced , the first activity of the tenth edition of Queen On The Road , the annual Scania meeting that this 2026 celebrates 10 years of bringing together women linked to transport and logistics in Latin America .

T21 traveled with Scania Mexico to São Paulo to experience this edition from the inside, accompanied by representatives from ADO , Estafeta , and Autotransportes Pilot . The first night revealed that behind those 10 years lies something that is difficult to capture in a group photograph: women of different ages, countries, and backgrounds who found common ground in transportation .

31 years and a history between Argentina and Chile

One of them is Marianela . She is 31 years old , came from Jujuy, in northern Argentina, practically on the border with Bolivia, and when she starts talking about her work, it’s clear that transportation isn’t simply the industry she happens to be in. She’s passionate about it.

Its operation is linked to the movement of general and hazardous cargo , mainly for mining companies in the north, between Argentina and Chile.

“We’re in that field, which is a little complicated. They have more and more requirements, but we’re here to improve every day,” she said while the others listened to her story.

Marianela also represents a young generation growing up in an industry that for a long time had a predominantly male face. But a stroll through the tables that night was enough to discover that there wasn’t just one way to get to the transportation.

From Mexico, Fatima Verdugo, from Estafeta , spoke about courier and parcel services and an operation capable of moving stories that are much more everyday than one usually imagines when talking about logistics.

From Argentina also came the story of a woman who, 20 years ago, started out with her husband, then a truck driver, when they were able to buy their first truck. She was a teacher and educational psychologist; he ended up leading her into the world of transportation. Two decades later, that first truck is part of the story that has now brought her to Queen On The Road. And so, stories continued to emerge from  other parts of the region .

Different ages. Different companies. Different goods. But as the talks progressed, borders also began to shrink in the face of the problems: lack of operators, greater regulatory demands, rising costs, and the ongoing challenge of keeping the units moving .

Contexts change from country to country, but many of the concerns ended up coinciding at the same table. Perhaps that’s why the conversation flowed so easily: although each woman arrived in São Paulo from a different reality, many perfectly understood the challenges faced by the woman sitting across from them .

But there came a point when talking about companies, operations, and trucks ceased to be the focus. One by one, the participants were called in to have their picture taken and tell their story in front of a camera. And something changed.

There were poses, laughter, nerves, and even crowns.

For a moment, the name Queen On The Road ceased to be just the title of a meeting: each woman had her own space to be heard, portrayed and recognized as a protagonist of an industry that also carries her history .

And perhaps that was part of the meaning of the night: to stop for a few hours the dynamics of a sector that always seems to run after the next delivery, the next trip or the next problem, to focus on the women who make that operation happen every day .

10 years of Queens

Behind this edition is a story that began a decade ago and that year after year has added new voices, experiences and generations of women related to transportation.

For Sandra Huerta, Chief Marketing Officer of Scania Peru , this event has a special significance. She has been able to support Queen On The Road since its first edition and now gets to experience its tenth anniversary.

“This is a very special edition for Queen. We are celebrating 10 years and I am proud to say that I have been able to participate since the first edition and now in this tenth anniversary with you,” he expressed.

And that’s also part of what makes these days in São Paulo so special: in the same edition, those who have watched Queen On The Road grow for a decade come together with those who are just beginning to discover it .

This is the case of Anna Carmo, Vice President of Strategy and Communications at Scania , who came from Sweden and shared that, although she had heard about the meeting for years, this is the first time she has experienced it as a participant.

Between those who were there from the first editions and those who are experiencing Queen On The Road for the first time today, there are 10 years of stories, encounters, and women who have made transportation part of their lives .

The agenda will continue

The next few days will take the meeting towards other conversations , including women in business and the future of business , the celebration of Queen On The Road’s first decade and a visit to Scania’s industrial operation.

Ten years is also a starting point. The next conversation will be about what’s next: how businesses are changing, what decisions their leaders will have to make, and what role these voices will play in the transformation of transportation.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

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An analysis conducted by the Mexican Transportation Institute (IMT) identified that, while micro and small transport fleets reach a fleet utilization level of 75% , large companies reach up to 95 percent.

Considering the above, but above all, with the awareness of the commitment assumed with more than 13,000 units in circulation in the country, both cargo and passenger, Scania Mexico presented the ecosystem called “Stronger than yesterday” .

The objective is clear: to increase fleet availability, reduce downtime, decrease time spent in repair shops, and expedite roadside assistance. All of this translates into greater productivity per unit and a more competitive operation for carriers.

“Stronger than yesterday is not just a campaign. It is the result of listening to our customers and fulfilling the promises we have made to them. Today we are better prepared to support them and help their businesses operate more efficiently,” Manuel Aranda, Scania’s Retail Director, explained to T21.

According to Aranda, behind every service, diagnosis or solution there are teams that know the needs of the clients and work to respond to them with greater precision.

Part of Scania’s effort has been focused on generating the necessary capabilities to serve customers, so in the last 24 months they have had a 40% growth in staff , and today they have more than a thousand employees dedicated directly to workshop operations .

The existing capacity is combined with the training strategy. “There isn’t a single technician in our branch, not even the newest ones, who hasn’t received at least one round of training to be able to work at Scania,” Aranda emphasized.

In terms of infrastructure, today with Scania’s network of 18 branches in the country , together with the 50 CWS (Customer Workshop Services) , there is coverage of 80% of the relevant operational territory .

The ecosystem is combined with Scania’s technological capabilities, through the My Scania telematics service, “it is a 100% Scania product and through this information we now know where the customer needs us to be more present, but more importantly, what type of maintenance the customer requires, in what place and depending on what application,” highlighted Manuel Aranda.

One of Scania’s contributions to the industry is its maintenance policies, where nearly 80% of the units in circulation have some type of coverage. Thanks to telematics, it’s possible to identify the plan that a Scania vehicle should have according to the mileage it travels, but above all, to be close to the customers to understand their needs and adapt to their operation.

Data-driven after-sales service

From Aranda’s perspective, the evolution of after-sales service doesn’t depend solely on the contact between people and customers. It also requires listening to what the vehicles themselves are saying through the information they generate.

“We are taking after-sales service to another level. It’s no longer just about having staff and infrastructure, but about understanding how our customers operate, what their units need, and what we can do to ensure they receive proper maintenance and remain available,” he explained.

In the current Mexican market, Scania seeks to solidify its position as a partner for fleet productivity. In this regard, “Stronger than yesterday” represents an evolution of its service capabilities , combining talent, infrastructure, training, connectivity, and maintenance to enhance the competitiveness of carriers.

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El cargo Scania promotes fleet renewal with nearly new vehicles apareció primero en T21.

Scania presented Scania Dynamic, an update for its R and S models  that seeks to increase energy efficiency and improve the working conditions of the operator, both in tractor units with combustion engines and in battery electric units.

The company estimated that the modifications allow for a reduction of around 2% in total energy consumption , although the result depends on the vehicle specification and operating conditions.

“At Scania, we don’t take our position for granted. We need to maintain our premium offering. With the introduction of Scania Dynamic, we’re improving the operator environment as well as energy efficiency. We’re making what already works even better,” said Christian Levin, President and CEO of Scania and the TRATON Group, in a statement.

Much of this improvement is on the exterior. The brand incorporated digital rearview mirrors , side skirt extensions, redesigned A-pillars, new door handles, and a modified front end—elements that aim to reduce aerodynamic drag.

The change also points to a trend that is gaining momentum among heavy vehicle manufacturers: making efficiency not solely dependent on the engine or powertrain, but on the vehicle as a whole.

In combustion engine models, lower energy demand can translate into lower fuel consumption; in electric vehicles, into better use of the energy stored in the batteries. For fleets, the goal is the same: to reduce operating costs without sacrificing performance.

Scania Dynamic also brings many of its new features to the cab interior. The update includes new materials, lighting options , redesigned seats, and an 800-millimeter reclining bed with an adjustable backrest offering various resting positions.

“For operators who spend hours on the road, these improvements transform the cab into an ideal place to work, rest, and recover. Because a relaxed operator is not only more comfortable; a more intuitive working environment promotes concentration, reduces fatigue, and contributes to safer operations,” said Lars Gustafsson, Senior Vice President and Director of Solutions Management at Scania.

The brand also updated the headlights and added operator assistance features, including systems to support safe stops, maintain a safe distance and warn about vulnerable road users.

In addition, it includes features such as cruise control linked to speed signs and a system for managing speed on curves.

“Speed ​​Signal Cruise Control and Curve Speed ​​Cruise Control contribute to a smoother driving experience. These systems support the operator rather than replace their responsibility, making demanding operations more controlled,” the automaker emphasized.

The digital rearview mirrors are perhaps one of the most noticeable changes. The system uses two full HD screens and allows you to select different views, as well as incorporating reference lines to facilitate maneuvering. The cameras are heated to help maintain visibility in cold, icy, or snowy conditions.

The launch of Scania Dynamic comes as the company remains focused on improving its commercial and operational performance. During the second quarter of 2026, Scania increased its vehicle orders by 41% to 28,743 units, while deliveries grew by 7% to 26,274 vehicles.

Although the R and S models are already part of the manufacturer’s offering in Mexico , Scania has not announced a date for the arrival of this update to the national market.

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SAN LUIS POTOSÍ, SLP. – Thirty-two years ago, San Luis Potosí was the starting point for Scania ‘s story in Mexico . Today, amidst an economic climate that has led companies to hold back or postpone investments, the automaker has returned to the same location to open a new door: its first Scania Used Vehicle Hub in the country.

With an investment of 4.5 million pesos , the new space adds 1,500 square meters and 10 service bays intended to inspect, intervene and fine-tune used vehicles before returning them to the market.

Aaron Sanchez, manager of the Altiplano and Western Region of Scania Mexico, explained that San Luis Potosi was chosen as the first point because of its location and connectivity, but the operational objective is what happens before delivering a vehicle again.

“What we are looking for is for this workshop to function in order to guarantee that the purchase of used vehicles […] results in a unit without faults, a unit that is ready for the road,” he said.

And to get back on the road, the units go through a checklist of up to 100 points , divided into five categories that cover safety and operational control, powertrain, diagnostics, chassis, suspension, structure and cab conditions.

The inspection can extend to the vehicle’s inner workings. If necessary, technicians can remove and repair an engine , as well as work on the transmission and differentials before the vehicle is put back on sale.

The return to San Luis Potosí also has a historical component for the company. Gisela Quintero, Director of Customer Experience and Services at Scania Mexico, recalled that it was precisely there where the company began its journey in the country.

But the opening also comes at a time when investment decisions face a less straightforward scenario.

Manuel Aranda, Retail Director of Scania Mexico, acknowledged that the country is experiencing a “quite uncertain” economic situation and that, in such scenarios, companies tend to slow down or postpone investments . In response, he maintained that the company’s strategy has been to maintain investments in infrastructure and customer service capacity.

“At Scania we have been doing the complete opposite; we have been opening new sites, expanding our capacity, hiring more staff, and investing in tooling,” said Aranda, who added that the expansion will continue to increase service capacity in the country.

In addition to infrastructure, another key element for the used car market is knowing the vehicle’s history . During the presentation, it was detailed that 98% of the vehicles considered were covered by a maintenance policy , allowing their service history to be traced through the brand’s workshops.

For his part, David Hernández, National Manager of Used Vehicles at Scania Mexico, explained that the strategy seeks precisely to extend the life cycle of vehicles and support fleet renewal beyond the sale of new units.

“Fleet renewal in the trucking industry doesn’t just depend on selling new units, but also on the ecosystem that surrounds them,” he noted.

The scheme also targets small and medium-sized transport companies looking to incorporate newer vehicles without necessarily acquiring a new unit, in a market where knowing the maintenance, mechanical conditions and costs that may come after the purchase can make the difference.

With San Luis Potosí as its starting point, Scania thus opens a new stage for its used and multi-brand business in Mexico, extending the support of the units beyond their first owner.

Comment and follow us on LinkedIn:  @Karina Quintero   / @GrupoT21

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The integration of technology into heavy vehicles has opened new possibilities for preventing road accidents, but safety is no longer limited to the systems installed in the vehicles. Connectivity, operational monitoring, and operator training are also part of a strategy aimed at reducing risks.

For Gilberto Rodríguez, Sales Engineering and Electromobility Manager at Scania Mexico , the integration of these elements allows for better use of the tools available in the vehicles and their application to daily operations.

“The big differentiator is how everything works together: the truck, the monitoring systems, that is, fleet management systems, and the training and development aspect,” Rodríguez explained.

In an interview with T21, he pointed out that Scania ‘s strategy starts with the design of the vehicles and includes the incorporation of different driver assistance systems.

“At Scania, safety is a design feature, not an optional package,” he stated, explaining that these systems are integrated as standard in the units that the company sells in Mexico.

Among the available technologies are emergency braking assistance , blind spot detection , lane departure warning and correction , as well as sensors to detect objects , pedestrians and cyclists in the front, side and rear areas of the vehicle.

Adaptive cruise control is also included , allowing the driver to set a speed and maintain a safe distance from the vehicle in front. According to Rodríguez, if that distance decreases, the system can intervene and even bring the vehicle to a complete stop without driver intervention.

However, the executive maintained that the vehicle’s equipment is only one component of the strategy, which also includes connectivity, monitoring systems, fleet management, and operator training.

Rodríguez explained that the information generated by the units allows observation of their behavior and, together with training, the use of technology as part of a comprehensive strategy aimed at increasing safety during operation.

Regarding the equipment, he also highlighted the use of a hydraulic retarder associated with the transmission, a component that contributes to the control of the unit and is part of the specifications of the brand’s vehicles.

Electromobility still faces challenges in Mexico

The technological evolution of heavy transport also opens another front for the industry: electromobility . The specialist considered that Mexico is in an initial stage and that its progress will depend mainly on three components: technology, charging infrastructure, and regulation.

Regarding the first point, he noted that the technology is already available among manufacturers participating in the Mexican market. The challenge, he said, lies primarily in creating the necessary conditions to broaden its adoption.

“The electric vehicle charging infrastructure, which in Mexico, to be completely honest, is not enough and there is much more to develop,” he said.

Added to this challenge is the need to advance laws and regulations that allow for the standardization of specifications for both the charging infrastructure and the electric vehicles themselves.

For Rodríguez, having the technology, expanding the charging network, and developing a regulatory framework will be the three fundamental elements for Mexico to gradually move towards electromobility in transportation.

Regarding its performance in the Mexican market, Scania accumulated 524 retail sales of cargo vehicles between January and March 2026 , of which 295 were tractor-trailers and 229 were other types of cargo vehicles, according to figures from the  National Association of Bus, Truck and Tractor-Trailer Manufacturers (ANPACT) . Tractor-trailer sales represented a 21.1% decrease compared to the same period in 2025, while other types of cargo vehicles saw a 472.5% increase.

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El cargo Technology and fleet management broaden the path towards road safety: Scania apareció primero en T21.

Women’s participation in the Mexican labor market reached 46.3% in 2024 , according to the National Institute of Statistics and Geography (Inegi) ; however, there are some sectors that are below average, such as the maintenance and support sector for heavy vehicles.

While women are estimated to have a participation of close to 21% of total jobs in the automotive industry , in the heavy vehicle maintenance and technical support segment it is only 11.5 percent.

In response to this reality, the Technicians and Engineers of the Future program was conceived as part of Scania’s Women Driving Change project , where, according to Alejandro Mondragón, president and CEO of the brand in Mexico, it is the result of the passion for this type of initiative, the support of the entire board , and being aligned with the personal values ​​of the members of the corporation.

Mondragón acknowledged that, as with any corporation, profitability is pursued, but this type of initiative changes paradigms, addresses the reality of the industry that requires skilled talent and that this need will become increasingly profound. Therefore, the objective is to raise awareness in the industry and encourage more companies to participate in these types of actions, and by filling these positions, productivity will be achieved.

Ana Laura Islas Tello, People Development & Sustainable Culture Manager of Scania Mexico, described that the initiative is part of their United Nations Global Compact strategies , and is a business strategy for Scania based on having more diversity of thought, and better products and services.

Starting point

The Technicians and Engineers of the Future program graduated the first nine women of this initiative, who are joining Scania’s maintenance and service activities for, in this case, the northern area of ​​the Valley of Mexico.

Ana Laura Islas acknowledged that the Scania Drivers program identified an area of ​​opportunity in terms of women’s representation, in order to begin building relationships with academia to promote the training of more women in STEM careers (science, technology, engineering and mathematics) and in disciplines related to the transportation sector.

This effort involves joint work with the German Technical Cooperation (GIZ) in Mexico, ProSociedad  and  Grupo CEDVA with the project to reach 15 female technicians and 45 female engineers annually for the next three years .

Islas emphasized that the brand’s entire effort is focused on ensuring that the graduates remain committed to working for Scania , and if they do leave the company, an effort will be made for the benefit of the industry as a whole.

Comprehensive vision

Although the Technicians and Engineers of the Future program aims to train specialists for the automotive industry, the curriculum is comprehensive and complements their technical training.

Therefore, in addition to STEM skills, they also receive soft skills training . “This program complements their academic training, with applications such as leadership workshops, resume writing, and interview preparation. We are becoming advisors for their professional careers ,” highlighted Adriana Davy, Marketing and Communications Manager at Scania Mexico.

“Another topic we talk about a lot is sisterhood. It’s normal for classrooms to be all girls, so sometimes they’re not used to being among women, and this type of training also aims to address emotional issues,” Davy added.

Among other topics,  personal finances are addressed , along with advice on managing their resources, because there is an awareness that some of these women may be the economic support of their households.

Although only technicians graduated in this first generation , some are engineering students and the goal is for them to also participate in the other program, which lasts for a year of training instead of three weeks .

For Scania’s executives, the goal is clear: to trigger the participation of more companies and the training of more women with the skills required by the industry, which will also allow them to change their lives and those of their families.

Comment and follow us on LinkedIn:  @Didier Ramírez Torres  /  @GrupoT21

El cargo Techniques and Engineering of the Future: Profitability and Sustainability on the Same Track apareció primero en T21.